improved quality of life of military personnel (active and retired), their families, and civilian personnel associated with the armed forces. DOD policy advocates a comprehensive MWR program for activities that accomplishes the following: Maintains a high level of esprit de corps Enhances job skills Contributes to military effectiveness Aids in recruitment and retention Aids in transition from civilian to military life Promotes and maintains physical, mental, and social well-being Encourages constructive use of off-duty leisure time Provides  community  support  programs and activities for military families Responsibility  for  Morale,  Welfare,  and Recreation (MWR) Programs in the Navy,  OP- NAVINST 1700.7D, defines the responsibility for policy,  overall  coordination,  and  execution  of Morale,  Welfare,  and  Recreation  (MWR)  Pro- grams within the Navy. Administration  of Recreation Programs Afloat NAVMILPERS- COMINST 1710.31, provides policy and guidance for the administration and management of afloat recreation services and funds. Encourage your division personnel to take advantage of the many opportunities offered by these welfare and retreat ion programs. Develop ideas that encourage participation. Remember, a good idea is one that works for you. The problem isn’t  the  program.    The  problem  is  lack  of participation. So generate some enthusiasm. Be creative. Get those sailors out from in front of those televisions and involved in a sport or hobby. NAVY PERSONAL FINANCIAL MANAGEMENT PROGRAM (PFM) Management of personal finances is becoming increasingly difficult for Navy members in today’s complex  and  sophisticated  marketplace.  Easy credit, high-pressure sales tactics, clever advertising techniques, and other consumer gimmicks compete for our hard-earned resources. These factors, plus a lack of basic consumer skills and resultant mismanagement  of  available  income,  all  con- tribute to financial difficulties met by a growing number of Navy personnel. About 50 percent of all military members experience some level of financial difficulty at one or more times in their career.  Financial  problems  force  some  sailors into bankruptcy. Financial problems have a serious negative effect on Navy members and their families. Since these problems also adversely affect unit morale, retention, and readiness, the Secretary of the Navy directed development of a program to address this issue. The Navy’s Personal Financial Management Education, Training, and Counseling Program is a comprehensive and integrated program. This program helps Navy personnel develop sound financial  skills.  It  provides  a  cohesive,  stan- dardized, and proactive approach to helping members with financial concerns. The program consists of three major elements: financial education, training, and counseling. The program introduces basic financial management principles at officer and enlisted accession points. These principles are reinforced and enhanced at the command or unit level. Each command has a trained command financial specialist (collateral duty) to coordinate the program and aid in providing  financial  information,  training,  and counseling to command members. Some Family Service Centers serve as training sites for the command financial specialists in partnership with Navy Relief. All Family Service Centers serve in a counseling and education role for members and their spouses. The Navy and its members have a joint financial management responsibility. We expect sailors to pay their just financial debts. The Navy promotes financial practices and habits of thrift among its members. It also provides them the tools with which to develop these practices and habits. The Personal Financial Management Pro- gram is set up to meet the Navy’s responsibilities. HOUSING ENTITLEMENTS The Navy provides berthing for 130,000 single sailors at 179 shore/overseas shore locations at an annual cost of 5 million. The Secretary of the Navy and the Chief of Naval Operations are  dedicated  to  the  modernization  and  new construction of single quarters to meet current and future housing requirements. 6-4